The Human Side of Service
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Consistently great customer service requires the right mix of People, process and technology. This presentation will address the People factor; the Human Side of Customer Service, through 3 key areas: 1. The business case for service 2. Customer-centric DNA 3. The Employers' Golden Rule
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The Human Side of Service
- 1. The Human Side of Service Going beyond the technology to deliver a great customer experience. JL Watson Consulting Know Your Customers. Grow Your Business.
- 3. What is the “Human Side?”
- 4. It’s human-to-human engagement. Extremely low-tech. And Extremely powerful.
- 5. Agenda The Business Case for the Human Side Customer-Centric DNA The Employer’s Golden Rule Q/A
- 6. Agenda The Business Case for the Human Side Customer-Centric DNA The Employer’s Golden Rule Q/A
- 7. HCL Technologies Founded: 1991 Headquarters: India Employees: 85,000 Industry: IT Services Revenue: $2.7B
- 8. The Business Case for the Human SideHCL Technologies
- 9. The Business Case for the Human SideZappo’s Founded: 1999 Headquarters: Las Vegas Employees: 1,500+ Industry: Retail Revenue: $1.2 B
- 10. $1.6 Million to $1.2 Billion in 9 Years.
- 11. Jet Blue Airways Founded: 1999 Headquarters: New York City Employees: 38,000 Industry: Air Travel Revenue: $3.8 Billion “Bringing humanity back to air travel.”
- 13. Be personal
- 14. Be the answer
- 15. Be engaging
- 17. Agenda The Business Case for the Human Side Customer-Centric DNA The Employer’s Golden Rule Q/A
- 18. What makes these companies so “Customer-Centric?”
- 19. The people that work there are different.
- 20. The Customer-Centric Gene. Sugar Phosphate Backbone Adenine Customer Centric Thyamine Guayanine
- 22. Are you born with it, or can you acquire it?
- 23. 5 Steps to make employees more customer centric Create the Culture Customer-Centric Job Descriptions Hire the right people. Customer-Centric Onboarding Nurture & Daily Delivery
- 24. 5 Steps to make employees more customer centric Create the Culture Build the Job around the Customer Hire the Right People. Customer-Centric Onboarding Nurture & Daily Delivery
- 25. “I'm a big believer in culture, especially in a service business, and what we're creating is a culture based on what I like to say are the two things my mommy taught me: Treat other people like you'd like to be treated, and never tell a lie.” - Jeff Smizek, CEO
- 26. What’s “Culture?” "The set of shared attitudes, values, goals, and practices that characterizes a company."
- 27. Employees’ values align with company values.
- 28. Alignment to organizational values. Need photo
- 29. Create the Culture Build the Job around the Customer Hire the right people. Customer-Centric Onboarding Nurture & Daily Delivery 5 Steps to make employees more customer centric
- 30. Create the Culture Build the Job around the Customer Hire the right people. Customer-Centric Onboarding Nurture & Daily Delivery 5 Steps to make employees more customer centric
- 31. Build the Job around the Customer Add graphics and stats to demonstrate the job descriptions that are centered around the customer (use examples from Best Buy, and contrast to the Bose example.
- 32. Build the Job around the Customer “executing sales of company products” “managing overall sales performance” Add graphics and stats to demonstrate the job descriptions that are centered around the customer (use examples from Best Buy, and contrast to the Bose example. “provide a differentiated experience for customers” “deliver sales performance to established targets.” “influence the customer’s buying decision”
- 33. Build the Job around the Customer Add graphics and stats to demonstrate the job descriptions that are centered around the customer (use examples from Best Buy, and contrast to the Bose example.
- 34. Build the Job around the Customer Add graphics and stats to demonstrate the job descriptions that are centered around the customer (use examples from Best Buy, and contrast to the Bose example. “new ways to delight our customers” “shift our focus from product-centric to Customer-Centric” “solutions that meet our customers’ needs” “profitability through positive customer interactions”
- 35. Re-write job descriptions to be more customer-focused.
- 36. Initiatives that Cultivate the Customer-Centric Gene Create the Culture Build the Job around the Customer Hire the right people. Customer-Centric Onboarding Nurture & Daily Delivery
- 37. Create the Culture Build the Job around the Customer Hire the right people. Customer-Centric Onboarding Nurture & Daily Delivery 5 Steps to make employees more customer centric
- 38. “Hire for personality; train for skills.” - Jim Pilarski, Sr. VP HR, Marriott/Ritz-Carlton
- 39. “Look outside of your industry.” - Hal Rosenbluth, Rosenbluth Travel
- 41. Nurturing
- 43. Listening
- 46. Hire passionate people.
- 47. Create the Culture Build the Job around the Customer Hire the right people. Customer-Centric Onboarding Nurture & Daily Delivery 5 Steps to make employees more customer centric
- 48. Initiatives that Cultivate the Customer-Centric Gene Create the Culture Build the Job around the Customer Hire the right people. Customer-Centric Onboarding Nurture & Daily Delivery
- 49. Customer-Centric On Boarding Add graphics and stats to demonstrate the OB processes that are centered around the customer (use examples from Triad Systems, others..
- 50. Customer-Centric On Boarding Add graphics and stats to demonstrate the OB processes that are centered around the customer (use examples from Triad Systems, others..
- 51. Customer-Centric On Boarding Add graphics and stats to demonstrate the OB processes that are centered around the customer (use examples from Triad Systems, others..
- 53. Introduce new employees to your customers.
- 54. Initiatives that Cultivate the Customer-Centric Gene Create the Culture Build the Job around the Customer Hire the right people. Customer-Centric Onboarding Nurture & Daily Delivery
- 55. Initiatives that Cultivate the Customer-Centric Gene Create the Culture Build the Job around the Customer Hire the right people. Customer-Centric Onboarding Nurture & Daily Delivery
- 56. Daily Nurture and Growth Add graphics and stats to demonstrate the nurture tactics (Ritz Lineup – CC Huddles, etc.. Daily Lineups. All customer-facing employees. 10 minutes.
- 58. Agenda The Business Case for the Human Side Customer-Centric DNA The Employer’s Golden Rule Q/A
- 59. Agenda The Financial Case for Humanity Customer-Centric DNA - The Employer’s Golden Rule Q/A
- 60. “Do as you would be done by.” “Do unto your others as you would have them do unto you.” “Treat your employees the way you’d like them to treat your customers.”
- 61. “Treat your employees the way you’d like them to treat your customers.”
- 62. 4 Points to the Golden Rule Treat employees with respect. Respond to employees’ needs. Empower your employees. Earn employee trust through transparency.
- 63. 4 Points to the Golden Rule Treat employees with respect. Respond to employee’s needs. Empower your employees. Earn employee trust through transparency.
- 64. R-E-S-P-E-C-T "People stay at SAS in large part because they are happy, but to dig a little deeper, I would argue that people don’t leave SAS because they feel regarded -- seen, attended to and cared for. I have stayed for that reason, and love what I do for that reason."
- 65. 4 Points to the Golden Rule Treat employees with respect. Respond to employee’s needs. Empower your employees. Earn employee trust through transparency.
- 66. 4 Points to the Golden Rule Treat employees with respect. Respond to employee’s needs. Empower your employees. Earn employee trust through transparency.
- 68. HCL Smart Service Desk Team 25 – 30,000 Tickets each Month 98% Resolved within 24 Hours.
- 69. 4 Points to the Golden Rule Treat employees with respect. Respond to employee’s needs. Empower your employees. Earn employee trust through transparency.
- 72. 4 Points to the Golden Rule Treat employees with respect. Respond to employee’s needs. Empower your employees. Earn employee trust through transparency.
- 73. 4 Points to the Golden Rule Treat employees with respect. Respond to employee’s needs. Empower your employees. Earn employee trust through transparency.
- 74. Transparency through Open Books and Open Doors
- 75. 4 Points to the Golden Rule Treat employees with respect. Respond to employee’s needs. Empower your employees. Earn employee trust through transparency.
- 76. Agenda The Financial Case for Humanity Customer-Centric DNA - The Employer’s Golden Rule Q/A
- 77. Questions?
- 78. “Consumers are statistics. Customers are people.”- Stanley Marcus
- 79. Questions? Comments? Feedback? Contact Jim Watson at: jlwatson@jlwatsonconsulting.com 207.741.9047 www.jlwatsonconsulting.com Thank you.
Notes de l'éditeur
- (This slide intentionally left black)A friend told me about an experience he had with an airline, during a family vacation. They decided to return home a day early, and asked the airline to accept their Sunday tickets for the Saturday flight. Even though there were plenty of available seats, the airline required my friend to pay a hefty change fee. “I didn’t like paying the fee, but I expected it. What really irked me was the attitude of the ticket agent and her supervisor – they didn’t seem to care how I felt.”That was seven years ago. My friend flies a lot. But he hasn’t flown that airline since, and swears he never will again.Interactions between front-line employees and customers affect loyalty across virtually all industries where there’s competition.According to a study in the October, 2008 issue of the New England Journal of Medicine, “Patients’ ratings of hospital care are of interest, because they are in many ways “the bottom line. How the patient perceives the overall hospital experience has a significant impact on the success of the hospital in attracting more patients.” Customers frequently stop buying from companies for reasons far removed from product quality, price, or convenience. Customers leave because of the way they feel they were treated, at the hands of an employee.
- My friend’s experience with the airline had a lot of parts – There was the technology – the reservation system that contained information about my he and his family’s itinerary, access to other available flights, fare differences, and of course, the infamous change fees.There were the airline policies with the change fees.And finally,there was the customer service agent, who played the role of messenger.How she chose to deliver the message is what left the greatest impression on my friend. It wasn’t the technology, it wasn’t the policies, but it was that “final mile,” if you will, of the interaction – the tone of voice, and the perceived attitude of the agent. That human –to – human interaction wasn’t driven by technology, and it wasn’t driven by policy – it was driven by the way that particular CSR felt at that particular moment. That’s the human side, and in this particular case, it has since cost her company a whole lot of revenue.And that human side of the customer experience is what this presentation is about.The Human Side is how your customers feel they were treated by a customer service agent.It’s how your CSR’s deliver the human-to-human interactions that have a big impact on the customers’ perception of a company, which impacts their future buying behavior, and word-of-mouth.
- My friend’s experience with the airline had a lot of parts – There was the technology – the reservation system that contained information about my he and his family’s itinerary, access to other available flights, fare differences, and of course, the infamous change fees.There were the airline policies with the change fees.And finally,there was the customer service agent, who played the role of messenger.How she chose to deliver the message is what left the greatest impression on my friend. It wasn’t the technology, it wasn’t the policies, but it was that “final mile,” if you will, of the interaction – the tone of voice, and the perceived attitude of the agent. That human –to – human interaction wasn’t driven by technology, and it wasn’t driven by policy – it was driven by the way that particular CSR felt at that particular moment. That’s the human side, and in this particular case, it has since cost her company a whole lot of revenue.And that human side of the customer experience is what this presentation is about.The Human Side is how your customers feel they were treated by a customer service agent.It’s how your CSR’s deliver the human-to-human interactions that have a big impact on the customers’ perception of a company, which impacts their future buying behavior, and word-of-mouth.
- In this session, after talking briefly about the business value of executing the Human to Human Interaction, we’ll talk about two key components that are shared by those companies that excel in the H2H execution.Those are the foundation of a Customer-Centric service organization,, which we’ll call Customer-Centric DNA, andThe Employer’s Golden Rule for the Customer Experience.Then we’ll summarize it, and open up to Q & A.
- First, the Business Case….
- HCL Techologies
- HCL Techologies
- And this is a slide from Tony Hseis’s presentation to Amazon, around the time of the merger.It shows their rapid ascent from 1.6 million to 1.2 billion in under ten years.And that growth, according to Tony, resulted from customer word of mouth, that came from the great human-to-human service.
- These companies just seem wired to deliver a great customer experience everytime out; are their people just different?
- These companies just seem wired to deliver a great customer experience everytime out; are their people just different?
- Well, yes, in a way they are different.There seems to be a very specific characteristic that exists in the CSR’s of these companies, that doesn’t exist on normal people.If these people do in fact carry a gene that makes them better wired to consistenlty deliver a great exxperience, the question becomes:How did they get that gene?How they find their way into those companies, or why is it that certain companies seem to find more of these Customer-Centric gene carriers.What do these companies do, to attaing this level of Customer ServicSuceess?
- The good news is that some re-engineering within an organization can change employee behavior to one that’s “company-centric” or “Process-centric” to one that’s more Customer-Centric; the kind of outlook and behavior that comes across in a very remarkable way to the customer, during their interactions.
- We’re going to cover five specific initiatives that are used by some legendary Customer Experience Leaders; initiatives that they use to build, or rebuild the kinds of cultures and employee populations that consistently deliver a positive customer experience, that brings customers back…
- These companies begin by creating a certain kind of culture that is ideal for breeding the human factor that delivers memorable service…
- In order for the human factor, or that customer centric gene to really be sustainable, you need the right culture. Think of the culture as the soil in which the garden grows. With good, rich soil, anything that’s planted in it will grow better, and produce better flowers or fruit. Without the right culture, all the training in the world will have a limited impact. And without a great culture, even good employees will deliver the way they do in a strong culture.A company's culture can be a critical determinant of its long-term success. At firms with strong cultures, employees care about the company, each other, and customers. They share information and cooperate. They feel good about their jobs and are willing to go the extra mile. This can provide a meaningful competitive edge.
- When employee’s individual values are aligned with the organizational values, you have a strong culuture.In a strong culture, the employees’ values are aligned with the organization’s values.When that happens, everyone is pushing in the same direction.People want to support one another, the team and the entire organizaiton.So, if the organization says it wants to deliver a phenomenal customer experience on every interaction, and the employees naturally share those same vallues, that experience will be delivered naturally, and voluntarily, every time by every employee.So how do you get that culture? Where does it come from?It has to start with the employees – ask the employees what they value…
- With a culture in place that can sustain a Customer-Centric outlook, the next step is to bring in the employees who’ll thrive in the culture.Certainly, the culture is one of the factors that attracts the right employee type. But what the employee does on the job, and how they’re guided to perform, is a function of their job description.One of the issues in a lot of organizaitons is that the job descriptions are very much focused on internal processes, departments and functions, with little if any reference to the customer.When you put together a job description, you are in a sense, designing the behavior of the employee that will fill the position.So design it in a way that will be all about the customer. Once done, the employee will be more customer-oriented, and that translates into the customer experience.
- With a culture in place that can sustain a Customer-Centric outlook, the next step is to bring in the employees who’ll thrive in the culture.Certainly, the culture is one of the factors that attracts the right employee type. But what the employee does on the job, and how they’re guided to perform, is a function of their job description.One of the issues in a lot of organizaitons is that the job descriptions are very much focused on internal processes, departments and functions, with little if any reference to the customer.When you put together a job description, you are in a sense, designing the behavior of the employee that will fill the position.So design it in a way that will be all about the customer. Once done, the employee will be more customer-oriented, and that translates into the customer experience.
- With a culture in place that can sustain a Customer-Centric outlook, the next step is to bring in the employees who’ll thrive in the culture.Certainly, the culture is one of the factors that attracts the right employee type. But what the employee does on the job, and how they’re guided to perform, is a function of their job description.One of the issues in a lot of organizaitons is that the job descriptions are very much focused on internal processes, departments and functions, with little if any reference to the customer.When you put together a job description, you are in a sense, designing the behavior of the employee that will fill the position.So design it in a way that will be all about the customer. Once done, the employee will be more customer-oriented, and that translates into the customer experience.
- With a culture in place that can sustain a Customer-Centric outlook, the next step is to bring in the employees who’ll thrive in the culture.Certainly, the culture is one of the factors that attracts the right employee type. But what the employee does on the job, and how they’re guided to perform, is a function of their job description.One of the issues in a lot of organizaitons is that the job descriptions are very much focused on internal processes, departments and functions, with little if any reference to the customer.When you put together a job description, you are in a sense, designing the behavior of the employee that will fill the position.So design it in a way that will be all about the customer. Once done, the employee will be more customer-oriented, and that translates into the customer experience.
- With a culture in place that can sustain a Customer-Centric outlook, the next step is to bring in the employees who’ll thrive in the culture.Certainly, the culture is one of the factors that attracts the right employee type. But what the employee does on the job, and how they’re guided to perform, is a function of their job description.One of the issues in a lot of organizaitons is that the job descriptions are very much focused on internal processes, departments and functions, with little if any reference to the customer.When you put together a job description, you are in a sense, designing the behavior of the employee that will fill the position.So design it in a way that will be all about the customer. Once done, the employee will be more customer-oriented, and that translates into the customer experience.
- Customer experience leaders also do things differently in the hiring process
- Customer experience leaders also do things differently in the hiring processThey’ll often hire from outside their own industry, in order to get employees with the right personality. A person’s personality is more hard-wired than job skills. You can teach the skills, but it’s extremely difficult to teach a different personality, than the one that the person already has.For that reason, a lot of organizaitons are taking this approach.It’s not uncommon to see companies fill customer service positions with people that have backgrounds in hospitatliy, or even health-care, where one-on-one engagement is a core element.(Encourage input from the audience on this one.)
- Customer experience leaders also do things differently in the hiring processThey’ll often hire from outside their own industry, in order to get employees with the right personality. A person’s personality is more hard-wired than job skills. You can teach the skills, but it’s extremely difficult to teach a different personality, than the one that the person already has.For that reason, a lot of organizaitons are taking this approach.It’s not uncommon to see companies fill customer service positions with people that have backgrounds in hospitatliy, or even health-care, where one-on-one engagement is a core element.(Encourage input from the audience on this one.)
- She was ablt to teach non-technical people how to use technology.Customer experience leaders also do things differently in the hiring processThey’ll often hire from outside their own industry, in order to get employees with the right personality. A person’s personality is more hard-wired than job skills. You can teach the skills, but it’s extremely difficult to teach a different personality, than the one that the person already has.For that reason, a lot of organizaitons are taking this approach.It’s not uncommon to see companies fill customer service positions with people that have backgrounds in hospitatliy, or even health-care, where one-on-one engagement is a core element.(Encourage input from the audience on this one.)
- Customer experience leaders also do things differently in the hiring processThey’ll often hire from outside their own industry, in order to get employees with the right personality. A person’s personality is more hard-wired than job skills. You can teach the skills, but it’s extremely difficult to teach a different personality, than the one that the person already has.For that reason, a lot of organizaitons are taking this approach.It’s not uncommon to see companies fill customer service positions with people that have backgrounds in hospitatliy, or even health-care, where one-on-one engagement is a core element.(Encourage input from the audience on this one.)
- Customer experience leaders also do things differently in the hiring processThey’ll often hire from outside their own industry, in order to get employees with the right personality. A person’s personality is more hard-wired than job skills. You can teach the skills, but it’s extremely difficult to teach a different personality, than the one that the person already has.For that reason, a lot of organizaitons are taking this approach.It’s not uncommon to see companies fill customer service positions with people that have backgrounds in hospitatliy, or even health-care, where one-on-one engagement is a core element.(Encourage input from the audience on this one.)
- A quick personal story…Have you ever gone to a place that you’d been going to your entire life, knowing that this time would be the last?My final trip to Shea.Spoke to an usher…Told me he’d been an usher since 1973 – that’s 36 years!We spoke…Then he said something that has stuck in my mind since.,..“A lot of people wonder how I can spend my entire life, wiping off seats for a living…But they don’t understand… You see, I got the best job in the world… A lot of people that come to the ballpark – especially the kids – have been looking forward to coming out for weeks – when they finally get here, it’s the big day. It’s my job to welcome them, to take them to their seats, and do whatever I can to make it as exciting as they hoped.The shea stadium user that was focused on delivering a customer experience.People ask me how I can wipe off seats for a living….They don’t understand…I have the greatest job in the world…They’ve been anticipating their day at the ballpark for weeks…When people come to the ballpark, I’m the first person they see…I get to make this as exciting as they’d hoped….
- So you’ve established the right culture, you “designed” the job around the customer, to attract and guide the right type candidates, you’ve selected and hired the right candidate, and may have even tested their commitment and passion, the way Zappo’s has.But what do customer experience leaders do differently, once the new employee is on board?They’ll continue being different, with the OnBoarding process.OnBoarding is typically the first 90 days to 6 months of a new employee’s time with the company; the time during which the employee gets aclimated, trained, and ramps up to full productivity.First impressions are big in forming the employees’ perceptions and behaviors, and the onBoarding process should take that into consideration.
- So you’ve established the right culture, you “designed” the job around the customer, to attract and guide the right type candidates, you’ve selected and hired the right candidate, and may have even tested their commitment and passion, the way Zappo’s has.But what do customer experience leaders do differently, once the new employee is on board?They’ll continue being different, with the OnBoarding process.OnBoarding is typically the first 90 days to 6 months of a new employee’s time with the company; the time during which the employee gets aclimated, trained, and ramps up to full productivity.First impressions are big in forming the employees’ perceptions and behaviors, and the onBoarding process should take that into consideration.
- So you’ve established the right culture, you “designed” the job around the customer, to attract and guide the right type candidates, you’ve selected and hired the right candidate, and may have even tested their commitment and passion, the way Zappo’s has.But what do customer experience leaders do differently, once the new employee is on board?They’ll continue being different, with the OnBoarding process.OnBoarding is typically the first 90 days to 6 months of a new employee’s time with the company; the time during which the employee gets aclimated, trained, and ramps up to full productivity.First impressions are big in forming the employees’ perceptions and behaviors, and the onBoarding process should take that into consideration.
- Every new employee at Zappos – execs included – must work 2 weeks in the call center – this puts them in direct contact with the customer.
- With a culture in place that can sustain a Customer-Centric outlook, the next step is to bring in the employees who’ll thrive in the culture.Certainly, the culture is one of the factors that attracts the right employee type. But what the employee does on the job, and how they’re guided to perform, is a function of their job description.One of the issues in a lot of organizaitons is that the job descriptions are very much focused on internal processes, departments and functions, with little if any reference to the customer.When you put together a job description, you are in a sense, designing the behavior of the employee that will fill the position.So design it in a way that will be all about the customer. Once done, the employee will be more customer-oriented, and that translates into the customer experience.
- Discuss some of the daily/regular tactics that companies do, to keep the Cex top-of-mind.Example: Ritz Daily line-ups.Another example: Rosenbluth Travel – daily on-line message to all employees - Exec sponsor.Flvaor of the day.
- Well, yes, in a way they are different.There seems to be a very specific characteristic that exists in the CSR’s of these companies, that doesn’t exist on normal people.If these people do in fact carry a gene that makes them better wired to consistenlty deliver a great exxperience, the question becomes:How did they get that gene?How they find their way into those companies, or why is it that certain companies seem to find more of these Customer-Centric gene carriers.What do these companies do, to attaing this level of Customer ServicSuceess?
- Vinent van gogh
- SAS was
- HCL Technologies is a leading global IT services companywith over $2 billion revenues.In February 2005, VineetNayar, CEO, HCL Technologiesannounced a radical new philosophy, “Employee First,Customer Second” (EFCS).Through this philosophy the aim was to create aunique employee organization, drive an invertedorganizational structure, create transparency andaccountability within the organization, and encouragea value driven culture.
- How many departments do you go to to get a problem solved?98% of tickets resolved within 24 hours.Only he employee can close the ticket.25,000 – 30,000 tickets per month.
- 388 Cottage road, South Portland maine.DavidsSmall, popular.. Constantlantlychaning
- At HCL, the Portal was an open site, where everyone could see all the questions, and all the answers posted to and by the executive team.The willingness to do this gavae the employees a greater sense of trust in the management team, and the organization as a whole. As a result, they didn’t hold back in servicing the customer; they became more willing to go the extra mile for the good of the organization, once they had this greater sense of trust.
- These companies just seem wired to deliver a great customer experience everytime out; are their people just different?